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Structured approach toChange management flexibility Predictable fundingPit fall 16 2 2Key success factor 13 3 1Pit fall or keysuccess factor 24 5 3Table 3. Key project aspects related to project flexibility as mentioned in the summaries of the Quality-atentryreports (QA2). N=48Management of changes was the most frequent issue. It was mentioned as a top issue in 24 of the projects, or 50%.In most cases the purpose was to establish a structured management of scope changes in order to minimize theamount and the size of the changes. For five projects, change management was mentioned as both as success factorand pit fall, usually addressing the same issue, in essence an emphasis of the importance of change management.The apparent “double counting” in five projects means that the total number of projects addressing changemanagement are not equal to the sum of each issue individually in Table 3. Flexibility in the product or decisionprocess was mentioned in 10% of the projects. The availability of predictable funding often was frequentlymentioned in the text of the reports. However, it was only in three projects that it was listed among the top pit fallsor key success factors in the summaries of the reports.4.3 Reduction listsIt is a part of the consultants’ assignment to assess the possibility for potential reductions that can be carried out ifother parts of the project turn out to be more costly than planned. These possible reductions are summarized asreduction lists. Reduction lists are the most explicit use of project flexibility in the Quality-at entry regime. Thesereduction lists cover parts of the project scope that are planned to be part of the projects. However, if necessary,these parts of the scope can be taken out of the projects without threatening the fundamental functionality of thedelivery. The scope reductions shall be described, the cost reduction shall be estimated and a priority list shall bepresented. Prerequisites and consequences shall also be described. Even though it was not a formal requirement,many of the consultants chose to add due dates for the scope reductions, to indicate when decisions have to be madeto realize any cost saving from the reductions.Information on reduction lists was possible to obtain from 42 of the projects. As shown in Table 4, reduction listswere used in 30 of these projects. For 23 of the projects, the reduction lists also included due dates to define whenthe window of opportunity closes for each item on the reduction list. The total value of all mentioned possiblereductions was 7% if only the projects with reduction lists are used as basis for percentage calculation, and 5% if allprojects are included, i.e. also those project without reductions lists.Percentage(based on 47Number projects)Projects with reduction lists 33 70 %Projects that subtracted reductions in therecommended budget 18 38 %Projects with due dates in the reduction lists 24 51 %Table 4. Occurrence of reduction lists (N=47)Table 5 shows a categorization of the reductions, their frequency and total amount. Flexibility in the productrepresents primarily preparations for alternative use of for future projects. Reductions in quality or functionality10